Organization Development
* Decision-Making Processes * Communications Patterns Styles * Relationships between Interfacing Groups * Management of Conflict * Setting of Goals * Planning Methods
(Diagnosing the system subunits and processes - emphasized the diagnostic activities) Organization processes:
* Top Management * Production Department * Research Group
(Diagnosing the system subunits and processes - emphasized the diagnostic activities) Various subsystems include the ff:
1) Plan their own work. 2) Set production and performance goals. 3) Acquire needed resources. 4) Hire and train team members. 5) Measure their own performance. 6) Assume complete responsibility for a complex task.
(SDTs) FUNCTIONS ARE:
WORKGROUP
- A number of persons, usually reporting to a common superior and having some face to face interaction - Has some degree of interdependence in carrying out tasks for the purpose of achieving organizational goals.
ACTION RESEARCH
- cornerstone of organization development, underlying both the theory and practice of the field. - Attempts to meet the dual goals of making action more effective and building a body of scientific knowledge around that action. - is the application of the scientific method of fact-finding and experimentation to practical problems --requires action solutions and involves the cooperation of scientists, practitioners and laypersons.
First Order Change (THE BURKE-LITWIN MODEL OF INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE)
- is evolutionary ○ adaptive change -- features of the organization are changed but its fundamental nature remains the same
MODELS AND THEORIES OF PLANNED CHANGE
- rudimentary as far as explaining relationships between variables - good in terms of identifying the important variables involved in change
Second Order Change (THE BURKE-LITWIN MODEL OF INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE)
-- is revolutionary -- fundamental change -- nature of the organization is altered in significant ways
Systems Theory
-- views organizations as open systems in active exchange with their surrounding environments -- "a system is an arrangement of interrelated parts." The words 'arrangement' and 'interrelated' describe interdependent elements forming an entity that is the system. (OD: Organization is a whole, one system - it utilizes raw material in the form of tangible or intangible material)
Culture (throughout the organization)
1) The prevailing pattern of values, attitudes, beliefs, assumptions, expectations, activities, interactions, norms, sentiments, and artifacts. 2) Managing the culture should be a collaborative business which means that every one, not just a small group, has a stake in making the organization work.
Fairly Steep Pyramid
1. Emphasis on top-down directives 2. Grouping by specialized functions 3. Adherence to the chain of command 4. Formalized cross-functional communication
TEAM
A form of group that has a higher degree of interaction, interdependency and commitment to common goals.
Organizational development
A systematic process for applying behavioral science principles and practices in organizations to increase individual and organizational effectiveness.
TEAM BUILDING INTERVENTIONS
Aim to improve and increase effectiveness of various teams within the organization
PARTNERING
Aims to form effective problem-solving management teams composed of personnel from both parties with one set of goals and objectives for the project
BECKHARD'S CONFRONTATION MEETING
COMPREHENSIVE INTERVENTIONS - A one-day meeting of the entire management of the organization where they analyze the causes of their problems and develop action plans to correct the problems.
FUTURE SEARCH CONFERENCES
COMPREHENSIVE INTERVENTIONS - Focus on the company's past, present and future activities. Based on these, the groups are asked to draw action plans that they will undertake.
"GETTING THE WHOLE SYSTEM IN THE ROOM"
COMPREHENSIVE INTERVENTIONS - Getting all the key actors of a complex organization or system together in a team building, future planning kind of session
STRATEGIC MANAGEMENT ACTIVITIES
COMPREHENSIVE INTERVENTIONS - The development and implementation of the organization's overall strategy for relating to its current and future environmental demands.
\ Organizational Design - Boundaryless - Team - Empowerment \ Organizational Culture - Strong mutual relationships - Sense of community - Caring -Trust \ Leadership - Shared vision - Collaboration \ Information - Sharing - Open - Timely - Accurate
Characteristics of a learning organization
Values, Assumptions, and Beliefs
Constitute an integral part of organization development, shaping the goals and methods of the field and distinguishing OD from other improvement strategies.
Warren Bennis (1969) proposed that OD practitioners (change agents) share a set of normative goals based on their humanistic /democratic philosophy 1. Improvement in interpersonal competence 2. Human factors and feelings to be recognized 3. Increase understanding between and within working groups 4. Interactive (team management) to ensure individual creativity 5. Problem solving and conflict resolution rather than confrontation methods 6. Management seeking organic, humanistic approach to deliver their authority
Early System of OD Values and Assumptions
1. Make it clear to your employee what you pay attention to, measure, and control. (Controlling cost or serving customers) 2. React appropriately to critical incidents and organizational crises. 3. Deliberately role model, teach, and coach the value you want to emphasize. 4. Communicate your priorities by the way you allocate reward and status. 5. Make your HR procedures and criteria consistent with the values you adopt.
FIVE CRUCIAL "PRIMARY EMBEDDING MECHANISMS" TO CHANGE ORGANIZATION CULTURE
- Formal Groups (Intact work teams) - Special Groups (Start-up teams, special project teams, cross functional teams, etc.)
FOCUS OF TEAM BUILDING INTERVENTIONS: 2 TYPES OF GROUP
Most individuals have drives towards personal growth and development
First Assumption (Implication of OD Values and Assumption dealing with individual)
INTERGROUP TEAMBUILDING INTERVENTIONS
Focuses on improving inter-group relations
1. Fairly Steep Pyramid 2. Steep Pyramid Organization 3. Win-Lose organization 4. Win-win organization
Four implications for designing and running organizations
It is only when behavioral science research is combined with behavioral theory, practice research and practice theory
HOW BEHAVIORAL SCIENCE KNOWLEDGE BECOMES AN APPLIED BEHAVIORAL SCIENCE KNOWLEDGE
1. Top leadership organization and vision 2. Empowerment of others in the management chain 3. Learning and problem solving 4. Interaction of management with the organization culture
In OD, Long time process involves
Input comes from the environment throughput -- conversion or transformation processes that change the inputs (manufacturing or analyzing) The outcome becomes the output used by the consumer as a product
Input, throughput, and output in System Theory
ORGANIZATION MIRROR INTERVENTIONS
Is a set of activities in which a particular group, the host group, gets feedback from representatives of several organizational groups about how it is perceived and regarded.
-- the continuous process of aligning an organization with its marketplace; and, -- doing it more responsively and effectively than competitors.
LANCE BERGER defines change management as:
Life- and Career-Planning Activities
MAJOR TYPE OF OD INTERVENTIONS - aim to satisfy employees to stay longer life (kotse, etc) career (career ladder, etc)
Technostructural or Structural Activities
MAJOR TYPE OF OD INTERVENTIONS - combine technology with work processes - mas napapabilis trabaho pag may makina/technology - napapabilis work processes
Diagnostic Activities
MAJOR TYPE OF OD INTERVENTIONS - diagnose - activities to analyze causes of the problems - pag alam mo yung causes madali ma solusyonan
Team-Building Activities
MAJOR TYPE OF OD INTERVENTIONS - get all together to achieve harmony - make interpersonal relations smooth and harmonious - promote cohesive and teamwork - pa games, themes, etc come to bigger perspective = organization
Planning and Goal-Setting Activities
MAJOR TYPE OF OD INTERVENTIONS - meant to set a goal in itself - set goals in the next 5 to 10 years
Grid Organization Development Activities
MAJOR TYPE OF OD INTERVENTIONS - pinaka madami combination - pinaka malaki - pinaka matagal - combination of od interventions
Third-Party Peacemaking Activities
MAJOR TYPE OF OD INTERVENTIONS - presume conflicts in the org - select one party that is neutral - promote team goals and harmonious relationships
Coaching and Counseling Activities
MAJOR TYPE OF OD INTERVENTIONS - shoudl u think employees lack neccessary skills but not enough employees to send to training you apply this - ex: 2 employees (coachine) - counseling pag problmeatic, address certain problems that affect work
Education and Training Activities
MAJOR TYPE OF OD INTERVENTIONS - symposium, seminars, trainin - need to upgrade skills of staff to enhance their skill - update sa issues
Survey Feedback Activities
MAJOR TYPE OF OD INTERVENTIONS - u do survey questionnaire intervientions - feedbank, sense, interventions - pulse of how the employees feel
Intergroup Activities
MAJOR TYPE OF OD INTERVENTIONS - walang iniwan sa basketball - intercolor, interdepartmental - olympics, sports activities - pa contest pinaka magandang room/malinis
Process Consultation Activities
MAJOR TYPE OF OD INTERVENTIONS -consult in everything/every step of the work - you ask kung tama ba ginagawa -analyze diff work processes as u consult
Strategic change and Culture Change
MANAGING ORGANIZATION RENEWAL DEVELOPMENT
Kurt Lewin's Idea of Change (1940s)
Model of change with two ideas
The intervention activities are done in addition to the normal activities or are done instead of the normal activities. WORKSHOP will give only hypothetical problem, not real organization life event. *OD INTERVENTIONS tend to focus on real problems rather than hypothetical phases of OD programs
NATURE OF OD INTERVENTIONS
Interest in the learning organization
Not only are managers prepared to accept new trends, they encourage and anticipate changes, rather than fight change, they learn how to accommodate, create, and profit from it.
1. Diagnosis -- Represents a continuous collection of data about the total system (Identifies Strengths, Opportunities, Problem Areas) 2. Action -- Consists of all the activities and interventions --Designed to improve the organization's functioning 3. Program Management -- Encompasses all activities designed to ensure success of the program
OD Programs have three basic components
1. To help the client system generate valid data 2. To enable the client system to have free, informed choice 3. To help the client system generate internal commitment to the choices made
OD continuously generates system data
1. Planned 2. Organization-wide 3. Managed from the top-- down 4. Increased organizational effectiveness and health (Beckhard,1969) 5. Planned interventions in the organization's processes
ORGANIZATION DEVELOPMENT IS AN EFFORT OF:
Socio-Technical Systems Theory
Organizations should work to create a better 'fit' among its technology, structure and social interaction.
A goal and an action, dependent and independent variable* Staff meetings will be more productive if manager solicits and use agenda topics from the staff * Leader should always have open channel of staff empowerment with humanistic approach and uplifting remarks
Research hypothesis consists of 2 aspects:
Most people desire to make a greater contribution to reach organization goals.
Second Assumption (Implication of OD Values and Assumption dealing with individual)
- variants of applied behavioral science - utilize action-oriented and data-based and are problem-solving social interventions.
Similarities of Action Research and OD
Win-Lose organization
Such organizations are designed on a short term function which cannot meet the satisfaction of the consumer, such as IBM and the American Auto Industry during the 80s
Win-win organization
Such organizations are designed with OD foundation, with a long-term function with a win-win attitude that develop reversible (top-down-down-up) communication with organization leaders. - learning organization. - has the ability to change according to consumer market demand. encourages employee empowerment and crucial participation.
Steep Pyramid Organization
Such organizations are not totally obsolete due to the factor of not meeting the demands of the marketplace
Role Negotiation Technique
TECHNIQUES & EXERCISES USED IN TEAM BUILDING - Applied to people who are unwilling to change for fear of losing their power & influence - Each party agrees in writing to change certain behaviors in return for changes in behavior by the other
Role Analysis Technique
TECHNIQUES & EXERCISES USED IN TEAM BUILDING - Designed to clarify role expectations & obligations of team members to improve team effectiveness
Force Field Analysis
TECHNIQUES & EXERCISES USED IN TEAM BUILDING - Device for understanding a problematic situation & planning corrective actions - Oldest intervention proposed by Kurt Lewin in 1947
Visioning
TECHNIQUES & EXERCISES USED IN TEAM BUILDING - Group members develop & describe their vision of what they want the organization to be like in the future
Responsibility Charting
TECHNIQUES & EXERCISES USED IN TEAM BUILDING - Helps to clarify who is responsible for what on various decisions & actions
Appreciative Inquiry
TECHNIQUES & EXERCISES USED IN TEAM BUILDING - Strength of the organization & its members is given more attention by the consultant & the client organization
Interdependency Exercise
TECHNIQUES & EXERCISES USED IN TEAM BUILDING - Useful for assisting people in getting better acquainted, in surfacing problems not previously examined - Requires participants' cooperation & assumes no serious conflict situations
Appreciations and Concerns Exercise
TECHNIQUES & EXERCISES USED IN TEAM BUILDING Addresses 2 main concerns among groups: lack of appreciation & avoidance of confronting concerns & irritations
developed a process for applying human relations research findings to the changing of organization behavior.
THE IMPORTANCE OF VIEWING ACTION RESEARCH AS A PROCESS William F. Whyte and Edith L. Hamilton
- Structure (WORK SPECIALIZATION, DEPARTMENTALIZATION, CHAIN OF COMMAND,STRUCTURE SPAN OF CONTROL, FORMALIZATION, CENTRALIZATION, JOB REDESIGN) - Technology (WORK PROCESSES,TECHNOLOGY METHODS, AND EQUIPMENT) - People (ATTITUDES, EXPECTATIONS,PEOPLE PERCEPTIONS, AND BEHAVIOR)
THREE CATEGORIES OF CHANGE
Marvin Weisbord (1976) diagnostic tool consists of six critical areas: 1.Purposes (Mission, Vision, Values) 2.Structure (Chain of command, Hierarchy of Authority) 3.Rewards (Incentive, Recognition) 4.Helpful Mechanisms (Meetings) 5.Relationships (Conflicts? Relation) 6.Leadership (Democratic, Aristocratic)
The Six-Box Model
THE BURKE-LITWIN MODEL OF INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE
This model shows how to create first order change (transactional change) and second order change (transformational change)
- Interest in Organizational Transformation - Interest in Learning Development - Interest in Total Quality Management
Three interests in second generation OD
THIRD PARTY PEACEMAKING INTERVENTIONS
Two principals must be willing to confront the fact that conflict exists; the 3rd party must know how to diagnose conflict situations
OD Value - Humanistic
Values that recognize the importance of the individual, respects the thinking of the individual with identity that produces creativity.
1. ENTRY: represents the initial contact between consultant and client. 2. CONTRACTING: involves establishing mutual expectations: reaching agreement on expenditures of time, money, resources and energy. 3. DIAGNOSIS: is the fact-finding phase, which produces a picture of the situation. 4. FEEDBACK: represents returning the analyzed information to the client system 5. PLANNING CHANGE: Involves the clients; deciding what actions/ steps to take based on the information they have just earned. 6. INTERVENTION: Implements sets of actions designed to correct the problems or seize the opportunity. 7. EVALUATION: represents assessing the effects of the program; was it successful? what changes occurred? are we satisfied with the results ?
WARNER BURKE describes the following phases of OD programs:
* Motivating change * Creating a vision * Developing political support * Managing the transition * Sustaining momentum
WHAT ARE THE KEY INGREDIENTS IN SUCCESSFUL CHANGE EFFORTS?
- Humanistic - Democratic
What are the OD Values?
That are highly relevant to adaptive, incremental change, such as action research, a focus on teams, team building, the use of facilitators, process consultation, survey feedback, intergroup problems solving, sociotechnical systems approaches to job design, and participative management.
What did the first generation techniques of OD focus on and give examples.
Second-generation OD, in particular, has a focus on organizational transformation.
What did the second generation techniques of OD focus on?
These two assumptions generate the leadership challenge and communicate to move straightforward to ask, listen, to support, to challenge, to encourage risk-taking, to widen responsibility, and hold their employees in highest standard and reward success.
What do the two assumptions generate? (Implication of OD Values and Assumption dealing with individual)
- Training - 1946 - Kurt Lewin, Kenneth Benne, Leland Blandford, Ronald Lippitt
What does T in T group mean? When did it began to emerge?and who were the founders?
Bennis,1969
Who said that OD is a response to change, a complex educational strategy intended to change beliefs, attitudes, values, and structure of organization that they can better adapt to new technologies, markets, and challenges.
Most OD programs fail due to top management/leadership was ambivalent, lost its commitment, or become distracted with other duties
Why do most OD programs fail?
Participation and Empowerment
______ in OD programs is not restricted to elites or the top people; it is extended broadly throughout the organization. Increased __________ have always been central goals and fundamental values of the field.
Strategic planning of OD
________ process should produce a clear, uplifting mission; specific goal for customer relations, quality, employee relations, and profits.
Strategic change
a change in an organization's strategy and vision.
Culture change
a change in an organization's shared values and aims.
Total Quality
a company-wide effort seeking to install and make permanent a climate where employees continuously improve their ability to provide on demand products and services that customers will find of particular value.
SECOND IDEA (Kurt Lewin's Idea of Change, 1940s)
a model of the change process itself .It occurs in three stage process 1. Unfreezing the old behavior 2. Moving to a new level of behavior 3. Refreezing the behavior at the new level.
Values and Assumptions
are developed from the research and theories by behavior scientists as well as from the experiences and observations of practicing managers
Change Management * Change management and OD rest on the same foundation (Behavioral Science) and use the same principles and practices.
broader in scope than OD; it places greater emphasis on strategy, competitive advantage, market analysis and customer focus
Belief
is a proposition about how the world works which individuals accept as the truth
Values/Beliefs
is all about what is desirable or non-desirable (it is differentiated between good and bad).
Democratic
it asserts the sanity of the individual. it delivers them from the misuse of power. it is similar in content with the humanistic value.
Self-directed teams (SDTs)
organizational arrangement in which all team members perform all activities required for team success without the aid of a boss or supervisor.
Organizational Culture
people's collective assessment of an organization but based on deeper, relatively enduring, often unconscious values, norms and assumptions.
Organization Climate
people's collective assessment of an organization in terms of whether it is a good or bad place to work, whether it is friendly, warm cold, etc. perceptions are based on managerial practices and organizational procedures
Kurt Lewin
proposed action research as a new methodology for behavioral science.
Interest in organizational transformation
seen as requiring more demands on top leadership, more experimenting, more time, and the simultaneous management of many additional variables.
FIRST IDEA (Kurt Lewin's Idea of Change, 1940s)
stated that what is occurring at any point in time is a resultant in a field of opposing forces.
OD INTERVENTIONS
structured activities. actions taken to produce desired change.
